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The higher you climb up the corporate ladder, the more responsibility you have and the less time to assimilate into each new role.And short of the CEO, nobody feels the pressure more acutely than the executives charged with leading the people team.
The series explores new and next approaches in the field of HR.
Each month, we’ll cover topics ranging from emerging practices, HR technology, diversity and inclusion, and other areas related to the future of work.
The ultimate goal is to bridge the expectations gap and clearly communicate that we are business leaders who can affect change through people-related decisions.–Lean into something that’s hard by the end of the 100 days.
It could be taking on a big and long-term project that is intimidating but important for the company, or voicing something really tough organizationally that no one else has wanted to address.
That space will allow you to process all the internal and external drivers thoughtfully, and formulate a tailored plan that best meets the needs of the teams and the business.
This post is part of a new series on 21st century human resources (HR) practices.Start a 2-by-2 chart of your ideas for initiatives and those from feedback–with one axis being High or Low impact and the other being Easy or Hard to start.Use this to plan how you’ll prioritize, as it’s different for each organization.–Onboarding for any new CHRO always should be heavily focused on learning, starting by listening to the people in the organization about what’s working, what’s not working, what’s missing, and what’s possible.Chief human resources officers (CHROs) often arrive with an immediate slate of problems to fix.To do this effectively, they need to understand a range of variables including business models, market positioning, culture (strengths and risks), growth plans, talent, what’s working well, what must be fixed, and more.This will help you build relationships, which leads to trust.From that base, you build the allowance to try new things out and make it a great place to work.–Learn how the executive and leadership teams have worked with people executives in the past, and what their expectations are now.That pressure can put you in a place where you’re constantly reacting, derailing your long-term strategy.As you consider the advice above, be sure to take time to reflect on your best path forward.During your first two weeks on the job, put this together and share with your CEO so they know where you are going to be spending your time.In each of your one-to-ones, bring this back to reference and discuss progress and/or impediments.